Lesson 1
Lesson 2
Lesson 3
Lesson 4
Lesson 5
100

One of the four reported benefits of SAFe is.....

Faster Time to Market

Defect Reduction

Increase in productivity

Happier, more motivated employees

100

Most problems with your process will surface as.....

Delays

100

 ...............is built on transparency, inspection, adaptation, and short learning cycles.

......... visualizes and optimizes the flow of work through the system.

Scrum, Kanban

100

One of the tools used for Customer Centricity is

Design Thinking

Empathy Mapping

Customer Journey Maps

Personas

100

............. is a template for identifying a specific SAFe portfolio. It defines the domain of the portfolio and other key elements like Value propositions, Resources and activities & Cost structure and revenue streams

Portfolio canvas

200

One of the Enterprise Core Competency (out of three) is

Team and Technical Agility

Agile Product Delivery

Enterprise Solution Delivery

200

Various parts of SAFe House of Lean are.....

Value, Respect for People & Culture, Flow, Innovation, Relentless Improvement, Leadership

200

...... are organized to deliver value continuously at scaled level

ARTs

200

WSJF = Cost of Delay/ Job Duration

Cost of Delay has .......

Business Value

Time Criticality

Risk Reduction & Opportunity Enablement

200

Strategic Themes can influence what ? (any one)

Portfolio Vision

Portfolio Kanban and Backlog

Vision for Solution, Program and Team Backlogs

Value Stream Budgets

Lean Budget Guardrails

300

Strategy Agility is a dimension of which competency 

Organizational Agility

300

According to Don Reinertsen, If you only quantify one thing, quantify the ............?

Cost of Delay

300

This team provides processes and tools to integrate and evaluate assets early and often.

System Team

300

CALMR approach has 

Culture

Automation

Lean-flow

Measurement

Recovery

300

One of the Guardrails that describe portfolio-level budgeting, spending, and governance policies

►Apply investment horizons

►Utilize capacity allocation

►Approve Epic initiatives

►Continuous Business Owner engagement

400

Learning Organization, Innovation Culture and Relentless Improvement are dimensions of which competency

Continuous Learning Culture

400

Three primary ways to achieve and improve flow are:

Visualize and limit WIP, reduce batch sizes, and manage queue lengths

400

This team type (topology) is organized to assist other teams with specialized capabilities and help them become proficient in new technologies.

Enabling Team

400

How can you add Uncommitted Objectives at the team level during PI Planning ?

If a team has low confidence in meeting a PI Objective, it should be moved to uncommitted

If an objective has many unknowns, consider moving it to uncommitted and put in early spikes

400

►Epics need........................ to start their journey towards implementation (atleast one)

a Lean business case, the definition of a minimum viable product (MVP), an Epic Owner, and approval by LPM

500

The Lean Portfolio Management competency has the dimensions......

strategy and investment funding, Agile portfolio operations, and Lean governance.

500

To take an economic view ie. in the economic framework, various parameters are........

Lead time, Product Cost, Development Expense, Value, Risk

500

Agile quality practices apply to every team, whether business or technology


Establish flow, Peer review and pairing, Collective ownership and standards, Automation, Definition of done

500

Stabilize and Operate, Measure and Learn are activities of which part in Continuous Delivery Pipeline

Release on Demand

500

The portfolio canvas captures ............ state, 

TOWS captures ........... states

current, future

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